The Walt Disney Company Enterprise Architecture Overview

FY 2003 Disney Architecture Council Page 1

The Walt Disney CompanyThe Walt Disney CompanyEnterprise Architecture OverviewEnterprise Architecture Overview

Steven P. Davis, VP IT, Walt Disney Studios


What is “The Walt Disney Company”What is “The Walt Disney Company”

Media Group

Domestic&

InternationalFilm Distribution

Home VideoMusic Group

Miramax

LicensingSoft/Hard Goods

Disney Stores

Walt Disney WorldDisneyland ResortDisneyland Paris

JapanHong Kong

Revenue Business Segments

Media GroupMedia Group


StrategicPlanning Finance International Segments

Architecture Council

Technical AdvisoryTeams

Policy & StandardsAdvisory Teams

Company-wideProject Teams

Form and disband as required

Messaging Collaboration & Directory ServicesGlobal Help Desk

PDA’sVTC

Web InfrastructureSoftware ToolsDesktop Standards

Business AlignmentCouncil & PMO

Shared services, e.g., Messaging, Help Desk, File

& Print

Corporate Wide Applications

IS/IT GovernanceIS/IT Governance Structure Structure

PDA’s

Corp I.S Initiatives

LoB IT Leaders/Stakeholders

CIO Board

Corp I.S. Leadership Team

I.S. Executive Team Participants

Segment

CIOsChairperson

Segment Reps

Strategic Sourcing

Others, e.g., New Technology

Virtual CTOWider Executive IT

Leadership

Annual Rotation

CIO Direct Reports

Strat Planning, Legal

CIO - TWDC


Enterprise ArchitectureEnterprise Architecture

The Mission To guide the transformation of the company’s IT

organization so that it can quickly and effectively respond to opportunities and emerging threats, gain a strategic advantage over competitors, and improve profitability by increasing revenue and decreasing operating costs.


Importance of ArchitectureImportance of Architecture

The Winchester “Mystery House”• 160 Rooms • 47 Fireplaces• 6 Kitchens • 10,000 Windows• Gas Lights • Intercoms• 65 Doors to Blank Walls• 13 Staircases Abandoned• 24 Skylights in FloorsBuilders = 147 Architects = 0

$5.5 Million Total Cost Over 38 YearsVision of a state-of-the-art abode… …built without a “blueprint”…Winchester House Workforce, 1884…yields inhospitable results

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS





Everyone wasEveryone was

Well Intentioned!Well Intentioned!






Architecture can enable the Architecture can enable the business and promote business and promote

continued growth…continued growth…

Heroics are not sustainable!Heroics are not sustainable!



Enterprise Architecture OverviewEnterprise Architecture Overview

Example for The Walt Disney Studios

Many modern systems not designed with the Internet in mind

New future business models to enable, e.g., expansion of self service, digital media

Need to drive down operational costs to protect against revenue erosion


Business Value – Architectural StrategyBusiness Value – Architectural StrategyA Case StudyA Case Study

•Many systems key to the Studio business are currently used by a small number of individuals who actually act as “human proxies” between these systems and organizations they “serve”

Theater Operators

“Hold” or “Final”Placed via Fax, Phone, or E-Mail

Sales Manager(human proxy)

Core BusinessSystem

(ShowBiz)



Theater Operators

“Hold” or “Final”Placed via Fax, Phone, or E-Mailor Web Browser,or other interface

(assume almost any UI)Document-based, agile, flexible

Services-basedLayer

Core BusinessSystems

(ShowBiz++)

Inside &OUTSIDE

Why not this?(services-based architecture/layer)

Coars

e-G

rain

ed

In/o

ut

Fin

e-G

rain

ed

In/o

ut

AdditionalSystems / Services



AMC

First, theatre operators to BVPD

Regal Loews Famous

Others

Self service, value add, labor reduction



AMC

Theatre Operators to More Distributors

Regal Loews Famous

Others…

More work, too hard, lost value

BVPD Warner Bros Universal Sony Others…



Aggregated 3rd Party Site

BVPD

AMC Regal Loews Famous

Others

Warner Bros Universal Sony

theatrical-distribution.com ?

Build upon Federation PatternsBuild upon Federation Patterns



Coarse-Grained Interfaces In/out

Fine-Grained Interfaces In/out

Core Business Systems

Services Based Layer

Focus awayfrom UI

Documents Orchestration Process

WorkflowFocus for new

investment

Cross segmentCross business unit

External partnersFocus on

self serviceanywhere

Think 3rd Party Sites! Think beyond the Browser!

Catalogs/Cache

PDA/Telephone PDA/Telephone and Other and Other Emerging Emerging DevicesDevices


Business Value – Architectural StrategyBusiness Value – Architectural Strategy

Guiding Architectural Principles Focus Core Business Systems (transactional) systems on

fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.

Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service

Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)

Prepare for adoption of standard documents for orchestration with business and external trading partners

Consider “end game” of presentation layer – support but not own

Move toward Common User Interface Standards both within Disney and across industries










Ability to “make right” the results

of a transaction

without intervention



















The Coordination

of long running

transactions spanning

days, weeks, months.



Guiding Organizational Principles Organize IT teams along activity, i.e., Core Business

Systems, Services, Orchestration and Presentation. Maintains current Core Business Systems teams, focus

them on providing fine grained services, i.e., transactional and liberation of application functionality.

Create new Services Layer infrastructure team as new organization with focus on documents, catalogs, process, workflow, caching; breakdown by (Enterprise – Segment - Business).

Create new Orchestration Layer Team to focus on 3rd party aggregation, document standards, proxy activity reduction.

Create new Presentation Layer Team (DEP and DIG) to focus on browser and other multi-channel deliveries, e.g., telephone, converging devices.



• Proxy based example: “Discovery” of desired information and services

Where can we get box

office infomration

?

“Hi, I’m trying to track down box office info, can you help me?“I would give BVPD a call, they track domestic grosses.”“Thanks.”

I think they have that at the Studio?

“Hi, I’m trying to track down box office info, can you help me?“Yes, that’s handled by Marc Laffe, let me transfer you.”“Thanks.”

“Hi, Marc, we’re trying to get some box office data, can you help us out?“Yes, what exactly are you interested in?”“Domestic box office, but just the cume on a film by film basis.”“Yes, we have that, I’ll email you some example reports, let me know what works for you.””

Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies.





office infomration

?





Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. Likely to require a custom electronic

point to point interface, agreement from business executives to share, large time investment…





office infomration

?





Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. …scenario is potentially occurring

thousands of times and continuing to repeat itself ad infinitum…





office infomration

?

Disney Search


BVPD Domestic Box Office Services

National Box Office CumulativesDaily Box Office Estimate

And so on…

Alternative is to leverage search from the Portal and discover existing available services.

User discovers resource through searching and drill down.

This is value add of services based layer, liberating trapped functionality of core business systems.

Domestic Box Office

Search Now

Studio Information ServicesBVPD Domestic Box Office Services

Search results….


Business Value – Architectural StrategyBusiness Value – Architectural StrategyReduction of Proxy ActivityReduction of Proxy Activity

Coarse-Grained Interfaces In/out

Fine-Grained Interfaces In/out

Core Business Systems

Services Based Layer

Focus awayfrom UI

Documents Orchestration Process

WorkflowFocus for new

investment

Cross segmentCross business unit

External partnersFocus on

self serviceanywhere

Think 3rd Party Sites! Think beyond the Browser!

Catalogs/Cache

PDA/Telephone PDA/Telephone and Other and Other Emerging Emerging DevicesDevices

This value proposition lives

here with the reduction of

proxy activity.


Business Value – Architectural StrategyBusiness Value – Architectural StrategyCoarse Grained Interfaces GuidanceCoarse Grained Interfaces Guidance

Document holds state and metadata for user interface

List of Services Available

I’m interested in, please check one:



Domestic Box Office International Box Office Product Rights Home Video Sales

Sent to: Joe Somebody, authenticated





Domestic Box Office International Box Office Product Rights Home Video Sales


XML updated presentation layer

Outbound DocumentInformation Services

Inbound DocumentInformation ServicesStateless




<InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected></Selected> </Item> <Item> International Box Office </Item> …

<InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected></Selected> </Item> <Item> International Box Office </Item> … <User> Joe Somebody </User>

<User> Joe Somebody </User>



<InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected>Y</Selected> </Item> <Item> International Box Office </Item> …




I’m interested in, please check one: Domestic Box Office International Box Office Product Rights Home Video Sales






<InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected></Selected> </Item> <Item> International Box Office </Item> …

<InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected></Selected> </Item> <Item> International Box Office </Item> … <User> Joe Somebody </User>

<User> Joe Somebody </User>



<InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected>Y</Selected> </Item> <Item> International Box Office </Item> …




I’m interested in, please check one: Domestic Box Office International Box Office Product Rights Home Video Sales



Enabler is Common User Interface

Standards…especially for 3rd party aggregation


Business Value – Architectural StrategyBusiness Value – Architectural StrategyDocument Architecture GuidanceDocument Architecture Guidance

Guidance for Document Based interfaces

Metadata should include valid lists (leverage XML schemas?):

<Sex> <Value>Male</Value> <ValidValues>

<Value>Male</Value> <Value>Female</Value>

<Value>Unknown</Value>

</ValidValues>..

</Sex>


Business Value – Architectural StrategyBusiness Value – Architectural StrategyDocument Architecture Guidance Document Architecture Guidance


Metadata should include helpers:

<Customer> <Value>21345</Value> <ValidValues>

<Helper>http://webservice.com/customerhelper</Helper>

</ValidValues>..

</Customer>


Business Value – Architectural StrategyBusiness Value – Architectural StrategyDocument Architecture Guidance Document Architecture Guidance


Metadata should include labels and simple validations (again leverage in XML schemas?):

<Sex> <Value>Male</Value> <Label>Sex</Label>

<Properties><Required>True</Required><ReadOnly>False</ReadOnly>..

</Properties>.

</Sex>


The Role of The ArchitectThe Role of The Architect

• Engaged at Project Discovery

• Ensures alignment to the Master Plan Strategies of Company, Segment, and Business Unit

• Owns technology choices and promotes compliance with Enterprise Architecture Framework

• Coordinates with other Architects both internally and externally


Segment/Business Unit Architecture Segment/Business Unit Architecture Project Review ProcessProject Review Process

ProjectDiscovery

Core?

OK toProceed

Aligned?

Review w/:TDF Owner, CIO,

Requestor, Architect

Review w/:CIO, Requestor, Architect

YES

ArchitectRole

Enterprise Archit. Framework

+Technology Decision

Frameworks

Strategic Business System

Architecture/Direction

Tactical ContextEnterprise-set

Strategic ContextSector/BU-set

YES

NO

NO

Variance ApprovedBased on Justification

Project aligned to reflectTDF standards and directions


PAR revised to reflectStrategic systems directions


Segment/Business Unit Architecture Segment/Business Unit Architecture Project Review ProcessProject Review Process

ArchitectRole

ProjectDiscovery

Enterprise Archit. Framework

+Technology Decision

Frameworks

Strategic Business System

Architecture/Direction

Core?

Tactical ContextEnterprise-set

Strategic ContextSector/BU-set

OK toProceed

Aligned?

Review w/:TDF Owner, CIO,

Requestor, Architect

Review w/:CIO, Requestor, Architect

YES

YES

NO

NO


Project aligned to reflectTDF standards and directions


PAR revised to reflectStrategic systems directions

City“Master Plan”

Services & Strategy

City“Building Codes”

Functionality & Liability

The “Building Code” Metaphor


Enterprise ArchitectureEnterprise ArchitectureInstitutional ApproachInstitutional Approach

Infrastructure

Application Portfolio

ARCHITECT & INTEGRATEsimplify, standardize, modularize, integrate

Business Processes

Suppliers Employees Customers

EXTEND & LINK

ERP CRMCollaboration Publishing…

PlatformsInfrastructureManagement

Network Core Services…

GOVERN & MANAGE IT INVESTMENTrationalize, leverage, maximize, aggregate

Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny

Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest”


Enterprise Business Process Framework Enterprise Business Process Framework Application Portfolio Cross ReferenceApplication Portfolio Cross Reference

Create & manage

products, services,

media

Market products &

services

Sell products &

services

Manage supply chain

ops

Manage & support

cust.

Plan & manage

performance

Manage finances & accounting

Manage human

resources

Manage Information resources

Manage physical assets

Manage support services

Perform order

management

Develop sales plan &

quotas

Perform sales

Capture orders

Manage orders

Perform market

analysis

Develop marketing

plan

Implement marketing

plan

Acquire physical assets

Maintain physical assets

Dispose of physical assets

Perform research &

design

Prototype products

Create/manage product/

service /media information

Manage product/

service/media

lifecycle

Monitor external

environ-ment

Create & manage

business plan

Evaluate business results

Initiate & manage

improvements

Establish & administer

HR policies & employee

dataManage

employee recruiting &

training

Manage compensation & benefits

Administer health, safety

& security programs

Create & manage

enterprise architecture

Create & manage

infrastructure & operations

Provide & manage software solutions

Provide user support & training

Provide legal services

Provide security &

safety

Perform admin.

functions

Perform project

management

Establish & manage

customer relationships

Manage customer

interface infra-structure

Provide information &

training

Manage customer inquiries

Manage service & support delivery

Process financial

trans-actions

Plan & manage budgets

Manage cash & liquidity

Analyze & report results

Plan

Source

Make

Deliver

Return

Manage 3rd party

obligations

Procure goods & services

Manage labor operations

Manage employee

communic-ations

Manage employee & community

relations

Perform risk management

Manage share-

holders

Plan & manage

taxes

Maintain facilities

operations

• Point of Sale• Online Sales• Merchandise

Licensing• Reservations• Ticketing• Credit Card

Processing• Contract Mgmt.

• B2B Marketing• Marketing

Automation• Campaign

Mgmt.

• Media Asset Mgmt.

• Broadcast/ Traffic

• News Room

• Customer Relationship Mgmt./ Call Center/ Customer Service

• Guest Data• Guest Claims

• Supply Chain Planning

• Warehouse Mgmt.

• Supply Chain Mgmt.

• Food & Beverage Supply Chain

• Catalog Order Mgmt.

• Advertising/ Billing Mgmt.

• Licensing Order Mgmt.

• Labor Forecasting, Scheduling, & Deployment

• TimeTracking and Compensation

• General HR• Recruiting

• Financial Transactions

• Budgeting

• Operational Data Store

• Forecasting & Planning

• Operational Reporting

• Costume Mgmt• Project Mgmt.• Legal• Risk Mgmt

• Asset Mgmt• Document Mgmt.

• Authentication• Reporting

Tools

Level 0processes

Level 1processes

Applicationexamples

Back of HouseFront of House


Enterprise Business Process Framework Enterprise Business Process Framework Application Portfolio Cross ReferenceApplication Portfolio Cross Reference

Create & manage

products, services,

media

Market products &

services

Sell products &

services

Manage supply chain

ops

Manage & support

cust.

Plan & manage

performance

Manage finances & accounting

Manage human

resources

Manage Information resources



Perform order

management

Develop sales plan &

quotas

Perform sales

Capture orders

Manage orders

Perform market

analysis

Develop marketing

plan

Implement marketing

plan

Acquire physical assets

Maintain physical assets

Dispose of physical assets

Perform research &

design

Prototype products

Create/manage product/

service /media information

Manage product/

service/media

lifecycle

Monitor external

environ-ment

Create & manage

business plan

Evaluate business results

Initiate & manage

improvements

Establish & administer

HR policies & employee

dataManage

employee recruiting &

training

Manage compensation & benefits

Administer health, safety

& security programs

Create & manage

enterprise architecture

Create & manage

infrastructure & operations

Provide & manage software solutions

Provide user support & training

Provide legal services

Provide security &

safety

Perform admin.

functions

Perform project

management

Establish & manage

customer relationships

Manage customer

interface infra-structure

Provide information &

training

Manage customer inquiries

Manage service & support delivery

Process financial

trans-actions

Plan & manage budgets

Manage cash & liquidity

Analyze & report results

Plan

Source

Make

Deliver

Return

Manage 3rd party

obligations

Procure goods & services

Manage labor operations

Manage employee

communic-ations

Manage employee & community

relations

Perform risk management

Manage share-

holders

Plan & manage

taxes

Maintain facilities

operations

• Point of Sale• Online Sales• Merchandise

Licensing• Reservations• Ticketing• Credit Card

Processing• Contract Mgmt.

• B2B Marketing• Marketing

Automation• Campaign

Mgmt.

• Media Asset Mgmt.

• Broadcast/ Traffic

• News Room

• Customer Relationship Mgmt./ Call Center/ Customer Service

• Guest Data• Guest Claims

• Supply Chain Planning

• Warehouse Mgmt.

• Supply Chain Mgmt.

• Food & Beverage Supply Chain

• Catalog Order Mgmt.

• Advertising/ Billing Mgmt.

• Licensing Order Mgmt.

• Labor Forecasting, Scheduling, & Deployment

• TimeTracking and Compensation

• General HR• Recruiting

• Financial Transactions

• Budgeting

• Operational Data Store

• Forecasting & Planning

• Operational Reporting

• Costume Mgmt• Project Mgmt.• Legal• Risk Mgmt

• Asset Mgmt• Document Mgmt.

• Authentication• Reporting

Tools

Level 0processes

Level 1processes

Applicationexamples

Back of HouseFront of House

UniqueDifferentiati

ng

NonDifferentiati

ng


Cross Reference Across Business UnitsCross Reference Across Business UnitsIdentify Leverage Opportunities and CostIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.

Plan & manage perform-

ance

Manage finances &

accntg.

Manage human

resources

Manage Inform-ation

resources



WDW

TP

&R DLR

WDIDLP

ABC Network

Med

ia N

etw

ork

s

ESPNABC CableABC Radio

ABC TV stationsBVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.Merch. Lic.

Disney Store

BVI

Stu

dio BVHE – Int’l

BVHE – NAFilmed Ent.

Perform order

manage-ment

This analysis reveals costs by business process and informs

where the IT investment is focused, business unit cross reference reveals leverage

opportunities

Governance of IT investment can be

aligned around business process

owners.


Cross Reference Across Business UnitsCross Reference Across Business UnitsIdentify Leverage Opportunities and CostIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.

Plan & manage perform-

ance

Manage finances &

accntg.

Manage human

resources

Manage Inform-ation

resources



WDW

TP

&R DLR

WDIDLP

ABC Network

Med

ia N

etw

ork

s

ESPNABC CableABC Radio

ABC TV stationsBVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.Merch. Lic.

Disney Store

BVI

Stu

dio BVHE – Int’l

BVHE – NAFilmed Ent.

Perform order

manage-ment

Business Process Owners and Governance Methodology

needed to manage investment and guide as-is and to-be

states

Governance of IT investment can be

aligned around business process

owners.


Enterprise Architecture – Infrastructure Enterprise Architecture – Infrastructure ApproachApproach


Enterprise Architecture ModelEnterprise Architecture Model

Enterprise Architecture Model Framework

WDW IT Architecture

Enterprise Enterprise ArchitectureArchitecture

Technical Architecture

Application Architecture

Data Architecture

Development Architecture

Secu

rity


Technical ArchitectureLayer

• The Technical Architecture layer describes the collection of network, hardware, infrastructure management and core services components that comprise the computing environment.

• It describes how various physical components are joined together and how they are effectively managed through enterprise-wide processes.

Platforms

Network

Infrastructure Management

Core Services

Technical Architecture LayersTechnical Architecture Layers

Technical Architecture

Development Architecture

Data Architecture

Application Architecture

Secu

rity

Enterprise Architecture


Platforms

StorageClient DevicesServers &

MainframesTechnical Architecture

Network

LAN/MAN WANWireless /

MobileTelephony

Video / Broadcast

Infrastructure Management

CapacityManagement

Data CenterFacilities

Business ContinuityBackup/High Availability/

Disaster Recovery

Network / System Management

Change Management

Core ServicesMessaging & Collaboratio

nServices

Workflow Services

DirectoryServices

File & PrintServices

Content Delivery Network Services

DatabaseServices

Technical Architecture ComponentsTechnical Architecture Components


Technology Decision Framework ReviewTechnology Decision Framework Review

Under Eval•Recognized

strategic value•Sanctioned•Prioritized

•Under formal review

•Published results

forthcoming•Not approved for deployment

Core•Approved standard•Proven

•Sustainable •Strategically

sourced •Focus for

training and cast development

defined •Enterprise

scope

Declining•End of life

•Out of favor•Non

sustainable•Vendor risk

•Cost escalating•Migrating away

from•No new

implementations

Specialized•Defined justified unique business case

Emerging•New

technologies •Driven by the

market•Potential

business value•High risk•Unproven technology

Technology Decision Framework Characteristics DefinitionPlanning Horizon


EA Infrastructure Approach: TDF Maintenance EA Infrastructure Approach: TDF Maintenance ProcessProcess

TDF TDF LifecyclLifecycl

ee

TDF Review TDF Review Based on Based on LifecycleLifecycle

Gaps Gaps assessed by assessed by

SegmentsSegments

Published in Published in Enterprise Enterprise

Architecture Architecture FrameworkFramework

Ratificaton Ratificaton by A/Cby A/C

Suggested Suggested implementation implementation

approachapproach

Categories Categories UpdatedUpdated

Marketplace Marketplace for TDF for TDF

reviewedreviewed

SMEs meet SMEs meet in working in working committeecommittee

Technology Technology Lifecycle Lifecycle

Plans Plans UpdatedUpdated

Next Review Next Review Cycle SetCycle Set

To include both current and predicted TDF Strategic sourcing is involved Position or white paper explaining choicesSMEs nominated by ArchitectsStrategic Sourcing Involvement Monitor industry trends Establish Lifecycle Review Timeframe Organize and facilitate SME meetings Respond to requests to put products Under Evaluation

TDF Owner DutiesTDF Owner Duties

Operating ModelOperating Model


Enterprise ArchitectureEnterprise Architecture

Q & A